When you walk into a Western office, any Western office, you know that there are rules.
They are hardline rules, and they apply to everyone, across the board.
Western cultures (“Western” meaning the US and Europe) are rule-based cultures.
In countries where equality and justice for all are building blocks upon which society is built, this rigidity in rule-following makes perfect sense. Rules provide objective guidelines for companies, for government, for society as a whole.
Relationship-based cultures, on the other hand…
Relationship-Based Cultural Communication
Negotiation is the basis of relationship-based cultures. Even when it comes to “the rules.”
Managers in relationship-based cultures dictate these rules, and so the better the relationship you have with said managers, the better stacked you are at the negotiation table.
Anything and everything can be negotiated in such cultures.
This leaves a lot of room for ambiguity, something Westerners aren’t very comfortable with when it comes to the workplace.
Being as such, communicating within relationship-based cultures requires one to keep in mind a complex network of human relationships.
Rule-Based Cultural Communication
The company rules in a rule-based culture (like those in the West) are spelled out; they’re explicit. Unless a worker hopes to be fired, he follows the rules.
In fact, the rules laid out by Western managers are communicated directly, and they are often compiled in various written resources.
Most American companies have thousands of pages of rules, included in such documents as the company’s mission statement and vision, their HR handbooks, compliance handbooks, job descriptions and responsibilities, expense regulations, strategies, etc.
Written regulations, above all else, are spelled out for you. Personal preferences and favored relationships don’t apply (at least, they shouldn’t in theory).
This allows managers to communicate within a set of rules. They, therefore, often communicate directly, unambiguously, and concisely.
Considering each culture’s values and the way these values impact communication, negotiating tactics are extremely different across these two cultural types.
When negotiating in rule-based cultures, one often uses a direct approach, as the rules are objective, and disputes can subsequently be resolved using said rules.
In relationship-based cultures, where rules are not black and white, courtesy and saving face is the most important part of a negotiation.
A Western manager must go into a negotiation with the business partner of a relationship-based culture focused on building and maintaining a relationship, rather than with a strategic focus on “the rules.”
Americans and other Western cultures see business as business and not personal. There are rules, so negotiations can get tough, without partners walking away from the table with a broken personal relationship.
But with a relationship-based business partner, you can’t negotiate tough and then expect your partner to amiably join you in a round of golf.
This may be the norm in America, but not in China nor in Japan.
Instead, business and personal are intertwined, so the relationship must be cared for above all else.
Next week, we’ll talk about bridging this understanding.